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5 articles
Public-sector leaders in local government, the NHS and the civil service can bring rare access and contextual knowledge to a DBA. They also face sensitive data, political neutrality and the risk that a change of administration renders the research obsolete. This article sets out a design agenda for research with public value and institutional durability.
A UK DBA viva rewards scholarly judgement rather than executive persuasion. This guide examines the questions examiners tend to ask, the challenge of practitioner bias and a practical twelve-week preparation timeline for senior leaders nearing submission.
Doctoral training should improve executive judgement, not import academic jargon into the boardroom. This opinion-led article argues that a DBA ought to produce sharper board papers, more honest evidence appraisal and recommendations that busy UK directors can act on.
Basing a DBA on your own organisation offers rich access, but it also creates ethical, legal and commercial complications that UK executives must design for from the outset. This step-by-step guide covers university ethics approval, UK GDPR compliance, board consent, anonymisation and insider-researcher bias when the case study is your employer.
The strongest DBA topics rarely arrive fully formed. They begin as recurring boardroom friction, a persistent performance gap or a decision that never quite feels evidence-led. This guide sets out a practical sequence for UK executives who want to convert live organisational problems into rigorous doctoral research.